„Communication Techniques in Consulting“ Elmar Eberhardt

1. „Communication Techniques in Consulting“ Elmar Eberhardt

2. Communication - the basis for consultants Communication for consultants As a consultant you need to communicate with your customers in a way that ensures that they do understand what you want them to understand. Good communication skills will make your work as a consultant much easier and much more successful.

3. Communication - the basis for consultants Communication model Content Self revelation Message Sender Receiver Appeal Relationship Feedback

4. Communication - the basis for consultants The communication “Iceberg” Contents Level Self revelation Level of emotions Relationship Appeal

5. Communication - the basis for consultants Sender – Receiver Model How do I have to understand the facts of what is said? What should I do, feel or think because of what he/she says? What kind of person is he/she? What is his/her mood? How does he/she talk to me? Whom does he/she believes to talk to?

6. Communication - the basis for consultants Deficiencies in verbal communication • Most frequent mistakes • made by listeners: • Does not give full attention • Already thinks of and tries out his contribution instead of listening attentively • Rather tends to note details, to "get stuck on them" instead of recognizing the whole meaning of the message • Spins out the thought of the speaker, repeats more than what was said • Most frequent mistakes • made by speakers: • Not organizing his/her thoughts before speaking • Does not express himself/herself clearly • Tries to put too much into a statement - confuses the listeners • Overestimates absorption capacity of the listener • Misses points made in the other's statement - does not respond to what has been said

7. Communication - the basis for consultants Levels of communication • Nonverbal • Gestures • Facial expressions • Stand, posture, Walk • Eye contact • Appearance • Proxemics • Paraverbal • Articulation • Voice, timbre • Breath • Volume • Pace of speech • Empty phrases • Verbal • Contents • Argumentation • Level of language / register

8. Communication - the basis for consultants Active listening • Active listening is about focusing on the person speaking. • • ask good / related questions • • listen non-judgmentally • • paraphrase and summarize • • empathize and showing signs of respect • Make sure you UNDERSTAND first before making yourself UNDERSTOOD

9. Communication - the basis for consultants Asking questions Asking and answering questions are important to communication. Questions stimulate thought and encourage or force participation. Questions may uncover misunderstandings. Use initial phrases such as: • That is interesting… why…? • Do we agree on this …? • Could you explain that please? • Right…why …? • Did you get what I meant? • Types of questions: • Information questions: open questions / closed questions • specific questions • alternative questions • rhetorical questions / Socratic questions • Leading / guiding questions • suggestive questions • embarrassing questions • Direct / indirect questions

10. Communication - the basis for consultants Paraphrasing Use initial phrases such as: • In other words… • I gather that… • If I understand what you are saying… • What I hear you saying is… • Pardon my interruption, but let me see if I understand you correctly… Paraphrasing is simply restating what another person has said in your own words. The best way to paraphrase is to listen carefully to what the other person is saying. Paraphrase often so you develop the habit of doing so.

11. Communication - the basis for consultants Summarizing Try out these summarizing phrases: • “If I understand you correctly, your main concerns are…” • “These seem to be the key ideas you have expressed…” Summarizing pulls important ideas, facts or data together to establish a basis for further discussion and/or review progress. The person summarizing must listen carefully in order to organize the information systematically. It is useful for emphasizing key points.

12. Consulting Definition Consulting is an independent professional service supporting organizations reaching organizational goals and objectives. Consulting includes the person which is consulted and is process orientated. It aims at identifying options, at increasing knowledge and self reflection and at accompanying change processes. (Milan Kubr) Consulting should aim at leading to concrete activities To be a consultant means not only to be able to solve problems but also to be able to communicate with others.

13. Consulting Levels of consulting: • There are two main levels of consulting: • Expert for the topic: Has expertise, professional technical knowledge and gives suggestions for solution • Expert for the process:Helps the customer to find solutions on his/her own

14. Client Client Close Clarity Create Continue Confirm Change Consulting 7 Cs of consulting The model of 7 Cs (Mick Cope) consists of several dynamic steps:

15. Consulting 7 Cs of consulting 1 Client Understand the client's orientation of the world, his/her perception of the situation and test to ensure that he/she fully understands the impact and outcome of the desired change. Which aims does he/she has concerning the results, who has the power to influence his/her results. The core of this step is the understanding between consultant and client. The aim is to find an agreement (assignment) about the benefits the client will receive from the consultant and vice versa. 2 Clarity Define the nature and details of the problem to be addressed. Determine what areas pose a risk for the assignment. Ensure that all necessary factors are taken into account. What has to be taken into account (by whom)? The first question to be answered: “What happens right at the moment?”

16. Consulting 7 Cs of consulting 3 Create Use creativity techniques to find a sustainable solution that has the support of all stakeholders. Find a solution that can be clearly measured by indicators. Have a look onto the problem from different perspectives to find the best option. 4 Change Understand the fundamental aspects that drive and underpin the change process, especially take into account the human factors. Ensure that resistance to the change is managed and all systematic implications are understood in the development of a transformation strategy. 5 Confirm Assure that the change has taken place, taking into account the issues of quality and quantity, depth and timing.  

17. Consulting 7 Cs of consulting 6 Continue Ensure that change will be sustained by mapping and managing the forces that will erode the value of the engagement. Make sure the involved persons gain the necessary knowledge. 7 Close End the engagement process with the client, emphasizing the need to understand the final outcomes, the added value, new learning and what further action you might undertake.

18. Consulting Rapid Mapping Method The Rapid Mapping Method aims at guiding the client through the 7 Cs in about 15 minutes. It is not the goal to deeply get into the topic or to find a solution. The aim of the method to better understand the perspective of the client onto the specific problem. 15 Minuten

19. Consulting Rapid Mapping Method It is quite amazing to think about how many things are decided in the first 10 minutes of any client-consultant meeting: • How is the nature of the relationship between the consultant and the client? • Is there mutual respect in the professionalism of both player? • Does the consultant want to take the client’s project or not? • Does the client want to employ the consultant or not? • Is the proposed project useful at all? • Will the project survive and can add value for the organization? • What level of risks do both players expose themselves to by entering into a partnership?

20. Consulting Rapid Mapping Method • Client • Why has the problem surfaced? • What are the implications of doing nothing? • What is the problem or reason for the project/change? • Who is the real/end client and what is their level of ‘buy-in’ to the proposed project? • Who are the end consumers (people who will be affected) what is their support for the project? • What trade off’s will have to be made to deliver the final change (what will you have to give up) • How will things be different or better once the project is complete? • What concerns do you have about the project? • What is the background – has it been tried before? • How will you know when it has been successful?

21. Consulting Rapid Mapping Method • Clarify • What is the reason for the current situation? • What evidence do you have to indicate there is a problem? • How sure are you as to the cause of the problem? • Do you have any concerns about factors that might impact the project? • Are there any side effects that could arise from undertaking the project? • Who else is involved in the change – do they support it? • Who will any change impact upon? • Who can stop it from being successful? • What are the unspoken/shadow issues that might cause the change to fail?

22. Consulting Rapid Mapping Method • Create • What constraints are there on any proposed solution • What are the criteria for a successful solution • Is there anything we can’t do? • What is the budget and timescale? • What have you thought of already? • What has been tried before? • What risks are you prepared to take? • What flexibility is there in any proposed solution? • How will you know when you see the right solution?

23. Consulting Rapid Mapping Method • Change • Who will be impacted by the change? • What will their response be? • What methods will you be prepared to use to implement the change? • Will we have the necessary power to effect a successful change? • What other changes are taking place that will impact our programme? • Do you have a standard process that will have to be followed? • Are there any aspects of the change that we will not be managing? • How brutal are you prepared to be to make it happen? • Where is the power to effect change held? • Do you appreciate the full cost involved in effecting the change? • Have you segmented those people who will and won’t resist and who the key influencers might be?

24. Consulting Rapid Mapping Method • Confirm • How important is it for measurement to take place? • Are you prepared to pay for the measurement to take place? • Will you use quantitative or qualitative measures? • How will you measure the consumer’s buy-in to the change? • Who will undertake the measurement? • What measures have you used in the past? • How will you measure our performance? • How long will measurements continue for?

25. Consulting Rapid Mapping Method • Continue • How long do you want the change to last? • Have you tried this before – did it last – if not why? • What can we do to help ensure that the change will last? • Are you prepared to invest in things that will make it last? • Do you have the resources in place to support any change? • Are responsibilities defined to maintain the change once we are complete? • Is there anyone who will try to eradicate the change once it is complete?

26. Consulting Rapid Mapping Method • Close • What does good look like? • Once the change is complete what differentiated value will we have added? • What can be learnt from the exercise? • How can this learning be used elsewhere? • What can we do to ensure that you are not dependent on the consultant? • What would we have to do for you to recommend us to a colleague? • What else might we be able to help you with?

27. Coachee Coach • Focus on his interests, objectives and needs • Will be responsible for his own success • Is responsible to take action • Is a person who helps to find directions by advice and encouragement • Doesn’t know the “right answer” • Helps to monitor progress • Acts as a mirror • Is neutral and refrains from being manipulative • Is emotional intelligent • Wants to make the coachee independent Coaching Personal level Trust and acceptanceSame level relationship • Professional level • Coaching agreement • Learning process • Reflections and discussions • Identifying goals • Developing a strategy and action plan

28. Mentor Mentee • More experienced and often older • Less experienced, younger • Very often a new employee Mentoring Personal level “good parenthood”,“gradient” in relationship • Professional level • Prevention of mis- understandings and “friction losses” • Support to fulfill the job tasks • Increasing the loyalty • Support of the growth of the potential.

29. Coaching and Mentoring Differences between coaching and mentoring